Version 27 January 2016
CONSULTANCY TERMS OF REFERENCE
Resource Mobilization Roles and Responsibilities within UNICEF
1. Background:
The development architecture has changed radically over the past few years, defined by a much more crowded and competitive space. The opportunities to safeguard and strengthen partnerships with the public and private sectors depend on responding effectively to resource partner ‘trust issues’ such as transparency and accountability, results based management/budgeting, value for money, capacity to deliver on commitments, and UN coherence. Partners are making increasing demands for the UN system to demonstrate greater coherence, results, cost efficiency and accountability.
Resource mobilization comprises fundraising directly for UNICEF-supported programmes and leveraging for the continued and increased allocation of resources for programmes for children, not necessarily through UNICEF. Leveraging is the ability of UNICEF to engage both private and/or public actors to maximize available capital, financial and human resources through joint partnerships and collaboration. It is particularly relevant in middle-income-countries and is being proposed as an important modality to finance the Sustainable Development Goals (SDGs).
UNICEF’s Strategic Plan for 2014-17 requires $18.5 billion to finance its results[1]. Resources within UNICEF are mobilized at different levels, including headquarters, regional and country levels. Therefore, the coordination and alignment among these levels is critical to mobilize resources for the implementation of the Strategic Plan. Further alignment is required among headquarters’ divisions, as well as between headquarters and regional/country offices – complemented by a clear segmentation of roles and responsibilities.
There is an opportunity to strengthen existing collaboration mechanisms between different parts of UNICEF (HQ/ROs/COs) based on mutual interests (incentives) that lead to mutual wins for resourcing the results for children by updating the resource mobilization accountabilities framework. The last document which mapped functions of HQ Divisions was prepared 17 years ago in 1998[2]. The only document that clearly defines resource mobilization roles and responsibilities of different parts of the organization was developed 12 years ago in 2003[3]. The fundraising architecture of the organization and functions of HQ Divisions have evolved since, but there is no official updated document identifying and communicating these roles to different parts of the organization.
As a result of the Effectiveness Efficiency initiative in 2012-13, UNICEF’s Integrated Resource Mobilization Strategy for 2014-17 was produced. The corresponding Action Plan of the Strategy contemplates the revision of organizational roles and responsibilities for resource mobilization.
2. Purpose:
To be ‘fit for purpose’ in a fast evolving and highly competitive aid environment, UNICEF needs a clear accountabilities framework to guide and facilitate coordination for resource mobilisation. Clear accountabilities are essential especially in an organization like UNICEF where resource mobilization is spread across different functions and levels. If not defined properly, the organization faces a risk of ad-hoc and disjointed resource mobilization activities. This leads to reputational risk with the external stakeholders, especially donors, which view the organization uncoordinated with mixed messages and viewpoints. In addition, poorly negotiated funding agreements set inappropriate precedence and undermine UNICEF’s positioning and strategic engagement.
This assignment requires updating the 2003 Executive Directive in line with new realities, as mandated by:
· Action Plan of UNICEF’s Integrated Resource Mobilization Strategy (issued by the Executive Director in September 2014): Action 5.3. Update the 2003 Executive Directive by preparing a matrix management approach for roles and responsibilities to implement the Global Resource Mobilization Strategy
· Internal Audit recommendation as per the Office of Internal Audit and Investigations (OIAI) Report 2013/54 of December 2013: Issue a revised executive directive on fundraising, setting out the strategic vision and implementation framework for UNICEF’s resource mobilization and outlining the roles and responsibilities assigned to PARMO (now PPD) and other UNICEF organizational units
3. Proposed methodology:
· Participatory approach from the outset with relevant HQ divisions, and selected regional and country offices for optimum buy-in and implementation
· Consultative approach with select number of partners
· Analysis lenses:
a. Partnership engagement value chain (develop, mobilize and manage partnerships – see diagram below)
b. Resource mobilization, including (i) direct fundraising, and (ii) leveraging (policy advocacy to influence govt. policies to allocate more resources for children)
c. Funding types: Un-earmarked (RR), earmarked (OR, thematic/non-thematic), internally allocated (7% set aside, global thematic)
d. Donor/modality type: Public (traditional governments; emerging economies; inter-governmental organizations; inter-organizational arrangements; GPPs; Banks); private (corporate fundraising; major donors; foundations; pledge; legacies, National Committees; country office private sector fundraising); Other modalities (innovative funding mechanisms; public-private partnerships; south-south and triangular cooperation)
e. Different typologies/contexts: low income, middle income and high income/Natcoms, humanitarian emergencies
· Explore the following aspects:
a. Accountabilities: Produce responsibility assignment matrix (e.g. RACI matrix) to clarify roles and responsibilities across the value chain for both direct fundraising as well as leveraging
b. Capacities: Identify, qualify and match comparative competencies and capacities (existing, potential and required) with accountabilities identified through RACI matrix
c. Collaboration mechanisms: Identify and propose ‘collaboration mechanisms’ among different parts of the house, based on mutual interests and wins (incentives) for the achievement of results for children
d. Good/not-so-good practices: Document good practices in the organization – so that we can build on what has worked effectively and also identify weaknesses and practices that in a changing environment we cannot simply continue doing
Key foundational documents:
a. Executive Board Paper (E/ICEF/Organization/Rev.3 - 1998) on the Organization of the United Nations Children's Fund, accessible at http://intranet.UNICEF.org/pd/pdc.nsf/0/f8d7ab999b62e6e885256752004b9b5e?OpenDocument
b. Executive Directive (CF/EXD/2003-013) on Fund-Raising, accessible at http://intranet.UNICEF.org/PD/PDC.nsf/0/a0af1fdfecd565f185256d360057dfee?OpenDocument
c. Functional Review, and RACI worksheets as part of E&E Process, accessible at https://teams.UNICEF.org/sites/interoffice/EandE/WorkingGroup2/SitePages/HQFuncHome.aspx
Partnerships Engagement Value Chain
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Version 27 January 2016
4. End products:
· Agreed methodology and plan of action for the consultancy
· Resource mobilization roles and responsibilities among HQ Divisions, Regional and Country Offices clarified – based on:
a. Functional review using responsibility assignment matrix (e.g. RACI matrix), with a recognition that one size does not fit all, especially in regional and country office contexts (e.g. in rapidly-changing humanitarian situations) – hence allowing for adaptability and flexibility
b. Stocktaking of (i) comparative competencies; (ii) capacities; (iii) collaboration mechanisms, and (iv) Good/not-so-good practices
c. Recommendations for potential harmonisation and streamlining of existing IT platforms for strengthened collaboration on resource mobilisation.
5. Work schedule:
Estimated duration of assignment: Approximately three months
· Preparation of methodology and plan of action (7 days)
· Functional review using e.g. RACI matrix (15 days)
· Stocktaking of (i) comparative competencies; (ii) capacities; and (iii) incentives (30 days)
· Preparation of a draft document (4 days)
· Preparation of final document (4 days)
6. Lead Divisions:
As resource mobilization is spread across the organization, this assignment would involve inputs and buy-in from HQ and field offices. With an overall lead of the Deputy Executive Director – Partnerships, the Public Partnerships Division (PPD), Private Fundraising and Partnerships (PFP) and Field Results Group (FRG) will coordinate the assignment, in collaboration with HQ Divisions (PD, EMOPS, DOC, DRP), Regional Offices, and Country Offices with different typologies (low income, middle income and high income/Natcoms, humanitarian, etc.). The regional offices will be consulted on the selection of countries.
7. Qualifications or specialized knowledge/experience required:
· 10 years of experience in consulting on strategic planning and visioning, organizational management and behaviour, change management, and accountabilities frameworks;
· Knowledge of UNICEF’s resource mobilization model and structure would be an asset;
· Strong organizational, written and oral presentation skills;
· Demonstrated ability to work under deadlines, handle multiple tasks, and take initiative;
· Fluency in English (verbal and written). Knowledge of French and Spanish languages would be an asset.
8. Reasons why assignment is outsourced:
As the assignment involves organization-wide accountabilities of divisions and offices, it is critical to have an impartial and independent study in order to avoid a conflict of interest. In addition, it requires highly specialized evaluative technical skills and solid background in the areas of organizational development and implementing accountabilities frameworks. There are insufficient qualified staff resources in house to carry out this assignment.
9. WorkPlan / budget area involved:
TBC
10. Official Travel involved:
None
11. Estimated cost of contract:
TBC
12. Chargeable budget code for this activity:
TBC
13. Payment schedule:
Result: 3 months (or 60 days)· Preparation of methodology and plan of action (7 days)
· Functional review using e.g. RACI matrix (15 days)
· Stocktaking of (i) comparative competencies; (ii) capacities; and (iii) incentives (30 days)
· Preparation of a draft document (4 days)
· Preparation of final document (4 days)
Payment:
On receipt of methodology and plan of action (15%)
On receipt of draft document (50%)
On receipt of final document (35% / March 1 – May 31
March 10
April 29
May 31
14. Nature of ‘Penalty Clause’ to be stipulated in contract:
If output does not meet expectation, UNICEF reserves the right to reduce consultancy fee up to a maximum of 25%.
15. Confidentiality:
All maps, drawings, photographs, mosaics, plans, reports, recommendations, estimates, documents and all other data compiled by or received by potential Contractors under this ToR shall be the property of UNICEF, shall be treated as confidential, without referral outside the potential Contractor, and shall be delivered only to UNICEF.
16. Application:
Interested candidates and parties to send cover letter or proposal, P-11, CV and daily or monthly rate to Fernando Gutierrez-Eddy at , by February 19, 2016. Regret letters will only be sent to short-listed candidates and parties.
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[1] UNICEF Strategic Plan: updated financial estimates, 2015-2018, Executive Board second regular session, September 2015
[2] Executive Board Paper (E/ICEF/Organization/Rev.3 - 1998) on the Organization of the United Nations Children's Fund
[3] Executive Directive (CF/EXD/2003-013) on Fund-Raising